Human resource practices, job embeddedness and intention to quit

By Erich B. Bergiel, Vinh Nguyen, Beth F. Clenney, G. S. Taylor. 2009

181 citations recorded by the source corpus.

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Does Job Embeddedness Mediate the Effect of Work Engagement on Job Outcomes? A Study of Hotel Employees in Cameroon (2012, background): “Recently, Bergiel et al. (2009) reported that job embeddedness fully mediated the effects of compensation and growth opportunity on intention to quit, while it had a partial mediating role in the relationship between supervisor support and intention to quit.”
Job embeddedness, work engagement and turnover intention of staff in a higher education institution: An exploratory study (2013, background): “Employees may thus be more embedded in their jobs and less likely to leave when there are opportunities for personal and professional development (Bergiel et al., 2009).”
Staying and performing: How human resource management practices increase job embeddedness and performance (2016, background): “Whilst Bergiel et al. (2009) and Bambacas and Kulik (2013) explored ability- and motivation-enhancing HRM practices, neither examined the third pillar of AMO - opportunity-enhancing HRM practices.”
High‐performance work practices, work social support and their effects on job embeddedness and turnover intentions (2013, background): “Other empirical studies also provided evidence that JE was an antidote to TI (Bergiel et al., 2009; Crossley et al., 2007; Karatepe, 2011a).”